Keeping this below given 'tool' in perspective, answer the following questions:

$1.$Identify and research an MNC$,$ which made its foray into the Indian market and achieved success.

$2.$Identify and research an MNC$,$ which made its foray into the Indian market and was a failure.

$3.$Relate your findings from $(1)$ and $(2)$ above with each of the $7$ parameters and their sub$-$components as given in the assessment tool.

$4.$Did you notice any prominent parameter$($s$)$ in success and failure of the MNCs in your identified cases?

$5.$ WRITE YOUR FINDINGS IN ONE OR TWO LINES FOR EACH OF THE FOLLOWING PARAMETERS AND THEIR SUBCOMPONENTS WITH REASONS AND CREATE TWO TABLES FOR EACH CASE. ASSESSMENT TOOL $-$

$1.$ Ensure top$-$ leadership support and commitment through cycles

a$.$ Set bold and explicit aspirations over next $5$ years $($eg$,3$x$5$x growth in India$)$

b$.$ Send global CEO and relevant senior executives to India $34$ times a year; engage in

regular dialogue with top Indian clients

c$.$ Maintain appropriate local investments even through business cycles

$2.$ Customize offerings to suit Indian market and customer needs

a$.$ Gain deep understanding of $45$ target client segments and the initiatives that will

deliver against a $3$x$5$x growth goal $($ie$,$ beyond just niche markets$)$

b$.$ Set high market share goals $($eg$,15\%$ or more$)$ for the targeted client segments

c$.$ Tailor product$/$service packages to client segments$$ needs and local market differences

$3.$ Create innovative and localized business model

a$.$ Commit to products that have $30\%$ less functionality and that cost $5070\%$ less without

compromising quality

b$.$ Build distribution network that mirrors customer targets; plan to expand it by $2030\%$

c$.$ Employ robust supply chain in India $($eg$,$ reliable vendors conforming to quality specifications$)$

$4.$ Scale up via deals and partnerships

a$.$ Assign a business$-$development$/$M&A team to scout for opportunities in India periodically

b$.$ Develop strong local partners and joint ventures; manage results proactively every quarter $($ie$,$ no arms$-$length relationships$)$

$5.$ Leverage India for global products, services, and talent

a$.$ Make India team a key R&D hub with sufficient resources to deliver results

b$.$ Deploy business$-$model and technical innovations from India in other relevant markets

c$.$ Global operations benefit from India$$s cost advantage, scale, and talent pool

$6.$ Manage perceptions and regulation

a$.$ Maintain strong relationships with top $10$ external stakeholders $($government and

regulators$)$; don$$t rely on external agencies for this

b$.$ Achieve premium positioning for brand in India over local competitors; ensure that brand

has sufficient Indian attributes $($ie$,$ not just a foreign label$)$

$7.$ Empower local organization; offer a compelling people proposition

a$.$ Make India head a senior officer and part of global executive committees

b$.$ Provide India$-$based CEO with own investment budget and autonomy for most

day$-$to$-$day decisions

c$.$ Include top $5$ India executives in the global top $200$ executives; monitor their career

development at a global level

d$.$ Recruit $10\%$ of global top $500$ leaders from operations in India

e$.$ Achieve reputation as preferred employer $($eg$,$ place among top $100$ employers in India$)$